Dissertation代写范例：The use of Key Performance Indicators

Dissertation代写范例-关键绩效指标的使用。本篇内容是本站提供的dissertation代写范例节选，该篇dissertation是关键绩效指标的使用，内容有主要成果指标，绩效和结果指标，关键绩效指标，KRI和KPI之间的差异，对KPI有深远影响的管理模式，定义，注意事项。下面就一起来看一下这篇dissertation代写辅导参考节选内容。

Many companies are operating with the wrong actions, many of which are wrongly termed key performance indicators (KPIs). Only some organizations supervise their true KPIs.. The types of performance:-

许多公司采取了错误的行动，其中许多被错误地称为关键绩效指标。只有一些组织会监督其真实的KPI。。性能类型：-

Key result indicators (KRIs) inform you how you have done in a viewpoint or critical success feature,

关键结果指标（KRI）告知您在某个观点或关键成功特征方面的表现，

Result indicators (RIs) tell you what you have done,

结果指标（RI）告诉你你做了什么，

Performance indicators (PIs) tell you what to do,

性能指标（PI）告诉你该做什么，

KPIs tell you what to do to increase performance dramatically.

KPI告诉您如何大幅提高性能。

Many performance measures used by organizations are thus an inappropriate mix of these three types.

因此，各组织使用的许多绩效衡量标准是这三种类型的不适当混合。

Onion analogies are used to depict the link of the three measures. We get more information as we strip the layers off the onion. The layers characterize a variety of performance indicators, and the core, the key performance indicators.

洋葱类比被用来描述这三种衡量标准之间的联系。当我们剥去洋葱上的层时，我们得到了更多的信息。层表征了各种性能指标，核心是关键性能指标。

1.2 Key Result Indicators 主要成果指标

What are KRIs? KRIs are measures that often have been mistaken for KPIs. They include:

KRI是什么？KRI是经常被误认为KPI的指标。它们包括：

Customer satisfaction,

客户满意度，

Net profit before tax, .

税前净利润。

The frequent feature of these measures is that they are the result of many actions. They provide an understandable image of whether you are going in the right direction.Neverthless you is not told what must be done to improve these results. Therefore, the information available by KRIs is best for the board (i.e., those individual who are not concerned with the day-to-day management.)Usually KRIs cover a longer time period than KPIs; they are evaluated on monthly/quarterly cycles, not on a daily/ weekly basis such as KPIs. Separating KRIs from other measures has an intense force on reporting, resulting in a partition of performance measures into those impacting governance and those impacting management. An organization must have a governance report (preferably in a dashboard system), containing of up to 10 procedures giving high-level KRIs.

这些措施的常见特点是，它们是许多行动的结果。它们提供了一个可以理解的图像，表明你是否正朝着正确的方向前进。尽管如此，你还是没有被告知必须做些什么才能改善这些结果。因此，KRI提供的信息最适合董事会（即那些与日常管理无关的个人）KRI通常比KPI覆盖更长的时间段；它们是以月/季度为周期进行评估的，而不是以KPI等日/周为基础进行评估。将KRI与其他指标分开会对报告产生强烈的影响，导致绩效指标被划分为影响治理的指标和影响管理的指标。一个组织必须有一个治理报告（最好是在仪表板系统中），其中包含最多10个提供高级KRI的过程。

1.3 Performance and Result Indicators 绩效和结果指标

The 80 or so performance measures that lie between the KRIs and the KPIs are the performance and result indicators (PIs and RIs). The performance indicators, while important, are not key to the business. The PIs help teams to align themselves with their organization’s strategy. PIs are non-financial and complement the KPIs; they are shown with KPIs on the scorecard for each organization, team, division and department. Performance indicators that trigger KRIs could include:

KRI和KPI之间的大约80个绩效指标是绩效和结果指标（PI和RI）。绩效指标虽然很重要，但并不是业务的关键。PI帮助团队与组织的战略保持一致。绩效指标是非财务的，是对KPI的补充；它们与KPI一起显示在每个组织、团队、部门和部门的记分卡上。触发KRI的绩效指标可能包括：

An increase in the percentage of sales with top 10% of customers,

与前10%客户的销售额百分比增加，

Customer complaints from key customers,

主要客户的客户投诉，

Late deliveries to key customers.

延迟交付给主要客户。

The RIs abridge action, and all economic performance measures are RIs (e.g., daily or weekly sales analysis is a very useful summary, but it is the outcome of the hard work of many teams).

RI简化了行动，所有的经济绩效指标都是RI（例如，每日或每周的销售分析是一个非常有用的总结，但它是许多团队辛勤工作的结果）。

We must look at the performance that created sales (outcome) to understand completely what to increase or decrease. Outcome indicators that cause KRIs could include:

我们必须观察创造销售额（结果）的表现，才能完全了解增加或减少什么。导致KRI的结果指标可能包括：

Net profit on key product lines,

关键产品线的净利润，

Sales made yesterday,

昨天的销售额，

Complaints from key customers.

主要客户的投诉。

1.4 Key Performance Indicators 关键绩效指标

KPIs stand for a set of method focusing on those aspects of organizational performance that are the most important for the current and future achievement of the organization. KPIs are rarely new to the organization.

KPI代表一套方法，专注于对组织当前和未来成就最重要的组织绩效方面。KPI对组织来说很少是新的。

1.4.1 Seven Characteristics of KPIs

1.4.1 KPI的七个特征

Mr. David Parmenter KPI workshops has done extensive analysis and discussions with over 3,000 participants, which has covered nearly every organization types in the private and public sectors, he has been able to identify the seven characteristics of KPIs.

David Parmenter先生的KPI研讨会与3000多名参与者进行了广泛的分析和讨论，几乎涵盖了私营和公共部门的每一种组织类型，他能够确定KPI的七个特征。

KPIs:

Are nonfinancial measures (e.g., not expressed in dollars, yen, pounds, euros, etc.),

是否为非财务指标（例如，未以美元、日元、英镑、欧元等表示），

Are measured regularly (e.g., 24/7, daily, or weekly),

定期测量（例如，24/7、每天或每周），

Are acted on by the CEO and senior management team (e.g., CEO calls relevant staff to enquire what is going on),

由首席执行官和高级管理团队采取行动（例如，首席执行官致电相关员工询问发生了什么），

visibly specify what action is necessary by staff (e.g., staff can be aware of the measures and know what to put right),

明确规定员工需要采取哪些行动（例如，员工可以了解措施并知道要纠正什么），

Are measures that fix task down to a team (e.g., CEO can call a team leader who can take the required act),

是将任务固定到团队的措施（例如，首席执行官可以打电话给可以采取所需行动的团队领导），

Have an important impact (e.g., affect one or more of the critical success factors [CSFs] and more than one BSC perspective),

具有重要影响（例如，影响一个或多个关键成功因素[CSF]和多个BSC视角），

They promote appropriate action (e.g., have been experienced to certify they have a positive impact on performance, whereas poorly thought-through measures can lead to dysfunctional behaviour).

他们提倡采取适当的行动（例如，有经验证明他们对绩效有积极影响，而考虑不周的措施可能会导致行为失调）。

Once a dollar sign is put on a measure, it has already converted into a result indicator (e.g., daily sales are an outcome of activities that have taken place to create the sales). The KPI lies deeper down. KPIs should be monitored 24/7, daily, or perhaps weekly for some.

一旦在度量上加上美元符号，它就已经转换为结果指标（例如，每日销售额是为创建销售额而进行的活动的结果）。KPI更深层次。KPI应全天候、每天或每周进行监控。

KPIs must be supervised 24/7, daily, or possibly weekly for some. A KPI is deep enough in the organization that it can be attached to a team. In other words, the CEO can call someone and ask “why.” Return on capital employed has never been a KPI, as it cannot be attached to a manager-it is an outcome of many activities under diverse managers.

KPI必须全天候、每天或可能每周进行监督。KPI在组织中足够深入，可以附加到团队中。换句话说，首席执行官可以打电话给某人问“为什么”所用资本回报率从来都不是KPI，因为它不能附加到经理身上——它是不同经理领导下许多活动的结果。

1.5 Difference between KRIs and KPIs KRI和KPI之间的差异

Frequently their is one question that comes forward time and time again: “What is the difference between KRIs and KPIs, and RIs and PIs?” A car’s speedometer provides a useful analogy to show the difference between a result indicator and a performance indicator. The speed the car is travelling is a result indicator, since the car’s speed is a combination of what gear the car is in and how many revolutions per minute the engine is doing. Performance indicators might be how efficiently the car is being driven (e.g., a gauge showing how many miles per gallon), or how hot the engine is running (e.g., a temperature gauge).

他们经常会一次又一次地提出一个问题：“KRI和KPI、RI和PI之间有什么区别？”汽车的速度表提供了一个有用的类比来显示结果指示器和性能指示器之间的差异。汽车行驶的速度是一个结果指标，因为汽车的速度是汽车的档位和发动机每分钟转数的组合。性能指标可能是汽车行驶的效率（例如，显示每加仑英里数的仪表），或发动机运行的温度（例如，温度表）。

KRIs

KPIs

Can be financial and non financial

可以是金融的也可以是非金融的

Non financial measures

非财务措施

Measures mainly monthly or quarterly

主要按月或按季度进行测量

Measures daily or weakly

每日或微弱测量

As a summary of progress in an organization’s critical success factor, it is perfect for reporting progress to a board

作为组织关键成功因素进展的总结，它非常适合向董事会报告进展

Acted on by the CEO and senior management team

由首席执行官和高级管理团队执行

It does not help staff or management because nowhere does it tell what you need to fix

它对员工或管理层没有帮助，因为它没有告诉你需要修复什么

All staff understand the measure and what corrective action is required

所有员工都了解该措施以及需要采取的纠正措施

Commonly, the only person responsible for a KRI is the CEO

通常，KRI的唯一负责人是CEO

Responsibility can be tied down to the individual or team

责任可以由个人或团队承担

A KRI is designed to summarize activity within one CSF

KRI旨在总结一个CSF中的活动

Significant impact (e.g., it impacts on more than one of top CSFs and more than one balanced scorecard perspective)

重大影响（例如，它影响多个顶级CSF和多个平衡记分卡视角）

A KRI is a result of many activities managed through variety of performance measures

KRI是通过各种绩效指标管理的许多活动的结果

Has a positive impact (e.g., affects all other performance measures in a positive way)

具有积极影响（例如，以积极的方式影响所有其他绩效指标）

Normally reported by way of a trend graph covering at least the last 15 months of activity

通常以趋势图的方式报告，至少涵盖最后15个月的活动

Normally reported by way of an intranet screen indicating activity, person responsible, past history, so a meaningful

通常通过内联网屏幕报告，显示活动、负责人、过去的历史，因此有意义

phone call can be made

可以打电话

RIs

PIs

Can be financial and nonfinancial

可以是金融的也可以是非金融的

Nonfinancial measures (not expressed in dollars, yen, pounds, euros, etc.)

非金融措施（不以美元、日元、英镑、欧元等表示）

Measured daily, weekly, fortnightly, monthly, or sometimes quarterly

每日、每周、每两周、每月或有时每季度测量

Same

相同的

Cannot be tied to a discrete activity

无法绑定到离散活动

Tied to a discrete activity and thus to a team

与一个离散的活动联系在一起，从而与一个团队联系在一起

Does not tell you what you need to do more or less of

不会告诉你或多或少需要做什么

All staff understand what action is required to improve PI

所有员工都了解需要采取哪些行动来改进PI

Designed to summarize some activity within a CSF/SF

旨在总结CSF/SF中的一些活动

Specific activity impacts on one of the CSFs/SFs

特定活动对其中一个CSF/SF的影响

Result of more than one activity

多个活动的结果

Focuses on a specific activity

专注于特定活动

Normally reported in a team scorecard

通常在团队记分卡中报告

Same

相同的

1.6 Management Models that Have a Profound Impact on KPIs 对KPI有深远影响的管理模式

The groundbreaking work of Kaplan and Norton (3) brought to management’s attention the fact that performance needed to be measured in a more holistic way. Kaplan and Norton came up with four perspectives: Financial, Customer, Internal Process, and Learning and Growth.

Kaplan和Norton（3）的开创性工作引起了管理层的注意，即绩效需要以更全面的方式来衡量。Kaplan和Norton提出了四个观点：财务、客户、内部流程以及学习与成长。

But two more perspectives need to be added. Employee Satisfaction is far too important to be relegated to a subsection within internal process. Informed directors know that happy staffs make happy customers who make happy shareholders. The measure employee satisfaction must be more sophisticated than a customer satisfaction survey every blue moon. The Environment and Community perspective has been managed brilliantly by some leading CEOs. Measurement in this area looks at increasing public awareness about being an employee of first choice, staff learning new skills through doing voluntary work in the community, reducing costs through minimizing waste, creating positive press, and increasing higher staff morale by implementing green initiatives. Leading CEOs intuitively work in this area. They realize that the community is the source of your current and future employees and customers. Kaplan and Norton’s later work on strategic mapping(4) also alludes to the importance of employee satisfaction and the environment/community perspectives. This modification is important because it means the BSC now incorporates all triple- bottom-line issues.

但还需要增加两个视角。员工满意度太重要了，不能将其归结为内部流程中的一个子部分。知情的董事知道，快乐的员工造就快乐的客户，快乐的股东。衡量员工满意度的标准必须比每一次蓝月亮的客户满意度调查更复杂。一些领先的首席执行官出色地管理了环境与社区视角。这一领域的衡量标准着眼于提高公众对成为首选员工的认识，员工通过在社区做志愿工作学习新技能，通过最大限度地减少浪费降低成本，创造正面新闻，以及通过实施绿色举措提高员工士气。首席执行官凭直觉在这一领域工作。他们意识到社区是您当前和未来员工和客户的来源。Kaplan和Norton后来在战略规划方面的工作（4）也暗示了员工满意度和环境/社区视角的重要性。这个修改很重要，因为它意味着BSC现在包含了所有的三重底线问题。

1.7 Definition 定义

Performance measure:- The term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators.

绩效指标：绩效指标是指管理层用来衡量、报告和改进绩效的指标。绩效指标分为关键结果指标、结果指标、绩效指标或关键绩效指标。

Critical success factors (CSFs):- CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization.

关键成功因素（CSF）：-CSF是决定持续健康、活力和幸福感的组织绩效问题或方面的列表。通常，任何组织中都有五到八个CSF。

Success factors:- A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors.

成功因素：-列出30个左右的问题或组织绩效方面，管理层知道这些问题或方面对于在任何特定部门/行业中表现良好都很重要。其中一些成功因素要重要得多；这些都被称为关键的成功因素。

Balanced scorecard:- A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives.

平衡记分卡：Kaplan和Norton首次提出的一个术语，描述了如何以更全面的方式衡量绩效。你需要从多个不同的角度来看待一个组织的绩效。

Senior management team (SMT):- The team comprised of the CEO and all direct reports.

高级管理团队（SMT）：该团队由首席执行官和所有直接下属组成。

1.8 Notes 注意事项

1. Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business School Press, 1996).

1.Robert S.Kaplan和David P.Norton，《平衡记分卡：将战略转化为行动》（波士顿：哈佛商学院出版社，1996年）。

2. Jeremy Hope and Robin Fraser, Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap (Boston: Harvard Business School Press, 2003).

2.Jeremy Hope和Robin Fraser，《超越预算：管理者如何摆脱年度绩效陷阱》（波士顿：哈佛商学院出版社，2003年）。

3. Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business School Press, 1996).

3.罗伯特·S·卡普兰和大卫·P·诺顿，《平衡记分卡：将战略转化为行动》（波士顿：哈佛商学院出版社，1996年）。

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